Adviser — Internal Controls During Turnaround
United Kingdom·Business Services & Diversified·Restructuring and turnaround· Manchester·Posted 27 August 2026
Applications close 17 November 2026
Restructuring and turnaround organisation in United Kingdom
The problem this seat exists to solve
The adviser will assess internal controls in a turnaround environment where speed, staff changes and cash constraints can weaken normal discipline. The assignment must distinguish essential protection from process that no longer serves a useful purpose.
Control expertise for a business under pressure
Candidates should have internal-control, finance or assurance experience in stressed operating businesses. They need enough restructuring knowledge to understand why normal processes are under strain and enough independence to challenge inappropriate exceptions. Evidence of implementing effective controls with limited resources is particularly relevant.
Trace exposure through real decisions
Review payment authorisation, supplier changes, cash forecasting, unusual journals and commitments outside normal budgets. Identify controls that depend on absent personnel or informal knowledge. Examine whether emergency exceptions are visible, justified and reviewed rather than becoming an undocumented operating model.
Trace a high-pressure purchase or payment from request to approval and settlement. Determine whether the approver had independent information and understood the consequence of acting or delaying. A second signature adds little value if both signatories rely on the same unverified explanation.
The adviser should consider workload and available capability. A theoretically strong control that is routinely bypassed may need redesign, not another reminder to comply. Recommendations must identify residual exposure honestly.
Advice, delivery evidence and authority
Recommend a prioritised set of controls that the current team can sustain. Clarify approval authority and the evidence needed for significant decisions. Define how exceptions are recorded and when recurring departures require management or board attention.
Provide a focused risk assessment, a practical control plan and a method for verifying sustained operation. Management retains responsibility for controls and individual approvals. The adviser does not issue an implied audit opinion or become the default approver for difficult transactions.
The result should be more reliable decisions and records during recovery, with an explicit path from temporary safeguards to the permanent control environment.
Terms
- Where the board sits
- Manchester, United Kingdom
- Applications close
- 17 November 2026
- Appointment
- Advisory engagement
- Compensation
- GBP 1,000–1,650 per day (indicative advisory day rate)
Before you apply — an advisory engagement
No office of director, and no appointment formalities.
An advisory engagement creates no directorship in the United Kingdom. There is no registry filing, no regulator pre-approval, no residency arithmetic and no statutory director liability — which is why it is so often the right first step into a market you do not yet know.
- On this brief
- Independence
- Where the engagement specifies independence from any search that follows, that is a requirement of the engagement rather than a courtesy — an adviser to a board is not a candidate for it.
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